New Why successful project execution needs a plan · 2019. 5. 14. · YOUR INSTRUCTOR Patricia...

Your Proposal is not your Plan

Why successful project

execution needs a plan

Patricia (Patty) Huntley, PMP, MBARisk Manager Loss Prevention & Client Education

Workshop Learning Objectives

2© 2018, XL Group plc. All rights reserved. I MAKE YOUR WORLD GO

1. At the conclusion of this program attendees will be able to prepare a project management plan that restates and supports the architect’s role in the delivery of structural, mechanical, electrical and plumbing building systems and confirms the required integrity of these systems.

2. This program provides attendees with a tool to prepare for a design that protects the safety and welfare of the users by identifying building codes, zoning laws and regulations that apply to the project and integrating these legal considerations into drawing and specifications.

3. After completing this program attendees will have a tool to define the soundness and health impacts of the design by confirming the completion of appropriate land-use analysis, health impact assessments, programming and surveying.

4. Today’s program participants will use the Project Management Plan to analyze risks associated with construction systems, products and finishes, and to subsequently assess and plan the use of materials and construction methods to protect the life and safety of the public.

3

Your Proposal is not your PlanAgenda

Risk Drivers & planning

Proposals vs. Project Management Plans

Project Management Plan as a Roadmap

1

2

3

4 Effective use of a Project Management Plan

© 2018, XL Group plc. All rights reserved. I MAKE YOUR WORLD GO

YOUR INSTRUCTORPatricia (Patty) Huntley, PMP, MBA

5

+1 year, Risk Manager, XL Catlin, Design Profession Loss Prevention Education – June 2016

15 years, A/E/C Project Delivery Consultant, PSMJ Resources, Inc.and Construction Management Consultant & Trainer (2002-2016)

13 years, Senior Project Manager of design/build environmental engineering projects, The RETEC Group, Inc. (1989-2002)

� 7 years in mining industry� Certified Project Management Professional (PMI)� B.S., M.S.(abt) Colorado State University; M.B.A. University of Denver

© 2018, XL Group plc. All rights reserved. I MAKE YOUR WORLD GO 4

YOU


Project Fee Size

___ <$25,000

___ $25 - 500,000

___ >$500,000



1. My client was surprised that our project fee does

not cover unknown conditions on the project.

2. I gave everyone working on the project a copy of

the proposal but they spent time on rework

because of misunderstandings about what they are

supposed to do.

3. My client was really unhappy with me when I talked

with them about the cost of the additional work they

requested. They said it should have been included

in the original cost estimate.

Does any of this sounds familiar?


Risk Drivers & PlanningSection 1

8© 2018, XL Group Ltd. All rights reserved. I MAKE YOUR WORLD GO

1) TECHNICAL

2) NON-TECHNICAL

Risk Drivers

2

XL Catlin’s Design Professional Insurance

classifications of causes leading to a loss prevention file or a claim being made


Proprietary Research

7

XL Catlin’s Design Professional Insurance

claimshave non-technical factors that contribute to technical errors

10

10

TECHNICALNON-TECHNICAL

Error and/ or

omission of a

technical nature

RESULTS IN

Breakdown in

project or practice

management

processes

CONTRIBUTES TO

Loss Prevention File or Claim

© 2018, XL Group Ltd. All rights reserved. I MAKE YOUR WORLD GO

Technical vs. non-technical

11

Risk Driver Interrelationship

TECHNICAL

NON-TECHNICAL

EVENT CLAIM


contributes to, or exacerbates a claim


Risk Drivers 2.0 by claims count

Negotiations & Contracts

6%

COMMUNICATIONS

30%

QUALITY MANAGEMENT

12%

CLIENT SELECTION

16%

CONSTRUCTION PHASE SERVICES

18%

PROJECT TEAM CAPABILITIES

14%


55%Lack of procedures to identify conflicts, errors and omissions

Project issues/ disputes not handled well

13%

13%Scope of services not clearly explained to client

of non-technical Risk Drivers

Multiple/ Other issues19%

CommunicationsRisk Drivers (No. 1 by claims count)

14

COMMUNICATIONS TAKE AWAYS


1. Start projects correctly

• Plan then do

2. Don’t hope it will get better - manage

communication

3. Do engage XL Catlin early

CommunicationsRisk Drivers


Proposal vs. Project Management Plan

Section 2

�

What are you offering?


Task Delivery Product Delivery

Completed tasks Met client expectations

Detailed Scope, Schedule, Budget

Define project goals, approach, detailed scope of work

Complete all tasks within the budget & schedule

Deliver outcomes - project goals, client needs, client objectives, company needs

Completed project

Proposal vs. PMPWhere would you find the following?


Proposal PMP

Project Objectives

Scope of Work

Schedule

Budget

Team Organization

Risk Management Plan

Quality Control Plan

Communication Plan

Project Closeout Checklist

The devil is in the details


Your Proposal Project Execution

Present project goals

• Define Measures – monitor and forecast outcomes

• Define Metrics – quantify an outcome

Introduce project team • Manage project team

Present “amazing” project

• Execute “real” project

• Communicate & manage change

• Monitor & manage risks

• Manage & meet client expectations

The devil is in the details (continued)


Your Proposal Project Execution

Present “winning” project schedule & fee

• Monitor - Budget & Schedule

• Communicate Status – Budget & Schedule

• Communicate & Manage Change

• Define Communication Plan

• Execute team and client communicationDiscuss Communication

Present Quality Process • Execute Quality Management

Firms with formal project management planningSurvey of 229 Firms (PSMJ Resources, Inc.)


21% Almost Always

31% Usually to Often

30% Occasionally

18% Rarely

Prepare or generally prepare written plan

Generally do not or rarely prepare a written plan

52%

48%

Survey source: PSMJ Resources, Inc.

Project planning improves budget performance& client satisfaction (PSMJ Resources, Inc.)


Average Achieved Multiplier

Average Client Satisfaction

Score

Generally donot prepare a written plan

2.5 Multiplier

Generally prepare written plan

2.8 Multiplier

4.6/5.0

4.3/5.0

Survey source: PSMJ Resources, Inc.

I don’t have the time or money to do this


Can’t, Won’t, Don’t Excuse Crusher

I have a tight budget

My client will not pay for this

I manage too many projects to do this for each one

I am a project manager/doer

I keep my client happy by getting the work done

Generally 1 - 3% of budget

Include it in your budget

Let’s do the math

I like looking busy & rushed, instead of effective & efficient

Are you completing tasks or delivering a product?


PMP as RoadmapSection 3

What documents do you need to review while preparing your PMP?


List three documents

1.___________________________

2.___________________________

3.___________________________

Bringing it all together


1. RFP – Request for proposal

2. Go-No-Go evaluation

3. Proposal - including

• Detailed WBS (Scope)

• Detailed schedule & fee

4. Negotiation notes - changes & additions

5. Contract

When do you complete a Project Management Plan?


you have signed the Contract

you start billing project work

BUT . . .

Right-sized PMPs


Small PMP

PMP

• Fee size

• Team size

• Project complexity

• Duration2.

PMP for projects with fees less than $25,000

• Project fee <$25,000

• Single

� discipline

� sub-contractor/consultant

� client contact

• Routine projects

• 1 - 3 people work on project

• Short duration <12 weeks


Small PMP

Small Project Management Plan <$25,000 fee


Small PMP Components

1. Project Information

2. Client Information

3. Scope-of-Work

4. Budget

5. Due Dates

General Information

Date: Project Location:

Project Name: Signed Contract: yes no

Type of Contract: Project Manager:

Project Number: Senior Reviewer:

Client Information

Contact: Phone:

Title: Cell Phone:

Address: Email:

Task / ElementTask Lead

Due Date

Budget Hours

Budget Dollars

TOTALS


PMP for small project


General Information

Date: Project Location:

Project Name: Signed Contract: yes no

Type of Contract: Project Manager:

Project Number: Senior Reviewer:

Client Information

Contact: Phone:

Title: Cell Phone:

Address: E-mail:

Small PMP – General Project Information

PROJECT

CLIENT

YES / NO?

Small PMP – Scope, Schedule, Budget


Task/Element Task Lead Due DateBudget Hours

Budget Dollars

TOTALS

PROJECT

DO YOU NEED

BOTH?

PMP for projects fees > (greater than) $25,000

• Project fee >$25,000

• Multiple

� disciplines

� sub-contractors/consultants

� diverse group of stakeholders

• Complex project

• Multiple people/offices work on project

• Longer duration >12 weeks


Project Management Plan

Project Management Plan >$25,000 fee


PMP Components

1. Goals, Objectives 6. Document Distribution

2. Scope-of-Work 7. Project Communication

3. Budget 8. Risk Management

4. Schedule 9. Quality Management

5. Team 10. Change Management

Align vision, goals, objectives


Process

Product

Project

Team Performance

Quality of Design

Project Objectives

Define with Measures & Metrics

35

Align process


Process

• Communication

• Responsiveness

• Resource availability

• Effectiveness of meetings

• Resolution of issues

Team Performance

36

Align product


Product

Quality of Design

• Functionality

• Ease-of-use

• LEED Certification

• Regulatory Compliance

• Cost-effective design

37

Align project


Project

Project Objectives

• Well-developed SOW

• Meet deliverable deadlines

• Meet project budget

• Manage change

• Timely procurement

38

Scope-of-Work & Schedule


Task

No.

Sub

Task

Task

Manager

Start

Date

Finish

Date

100

101 PM 1/15 1/22

102 PM 1/19 1/26

103 PM 1/22 6/15

104 PM 1/29 6/17

105 PM 1/15 5/31

200

201 Name 1 Date Date



300




TaskTASK 3

Task

Task

Task

Monthly Project Meeting

Subcontractor ManagementTASK 2

Task

Task

Project Task

Project Management


Project Kick-off meeting

Weekly / Monthly Project Status Report

Scope-of-Work & Schedule

Project Name: Client:

Project Number: Project Manager:

Date Prepared: PIC:

Project Start Date: Jan 15 Project Finish Date: June 15

Budget


Task

No.

Sub

Task

Task

Manager

Start

Date

Finish

Date

Total Labor

Cost

Total ODC

CostTotal Cost

100

101 PM 1/15 1/22 $400 $0 $400

102 PM 1/19 1/26 $1,000 $250 $1,250

103 PM 1/22 6/15 $1,100 $0 $1,100

104 PM 1/29 6/17 $1,000 $250 $1,250

105 PM 1/15 5/31 $400 $0 $400

200 $4,400




300




Project Budget

Project Task

Client:

Project Manager:

Project Finish Date: June 15

Project Name:

Project Number:

Project Start Date: Jan 15

Date Prepared: PIC:

TASK 3

Task

Task

Task

Subtotal

Subtotal

Subcontractor Management

TASK 2

Task

Task Task

Project Management


Weekly / Monthly Project Status Report



Schedule


Task

No.

Sub

Task

Start

Date

Finish

Date

100

101 1/15 1/22

102 1/19 1/26

103 1/22 6/15

104 Monthly Project Status Rpt 1/22 6/15

105 1/29 6/17

106 1/15 5/31

200

201 2/1 2/10

202 2/10 4/1

203 2/22 4/15

300

301 3/1 3/25

302 3/14 4/22

303 3/28 4/29

Project Name: Client:

Project Number: Project Manager:

Date Prepared: PIC:


Start Date: Jan 15, Finish Date: June 15,

Project Task JAN APR MAY JUN

Project Management


FEB MAR

Weekly Project Status Rpt


Subcontractor Management

TASK 2

Sub-Task

Task

Task

TASK 3

Task

Task

Task

Schedule - Bar Chart

Team


Project Team

Name Assignment Organization Office E-Mail Office Ph Mobile Ph

• Internal project team

• Sub-consultant teams

• Sub-contractor teams

• Client

• Client Representative

• Significant Stakeholders

Emergency Contact Information

Document Distribution


Deliverables and Schedule

Deliverable Due Date Recipients

• All deliverables

• Internal draft dates

• Internal review dates

• Final deliverables

• Confirm recipient delivery method/format

• Client review dates as a deliverable

Project Communication


• Weekly meetings

• Monthly meetings

Project Communication

TypeDate/

FrequencyAttendees

• Progress reports

• Conference calls

• Invoice summaries

• Design meetings

Risk Management


1. Value-added discussion

2. Proactive vs. reactive

3. IDs potential changes to the project

4. Daylights client concerns

More than Probability x Severity

Common Categories of Project Risks


• Contracts & Negotiations

• Scope Management

• Financial Management

• Schedule Management

• Resource Availability

• Technical Integrity

• Quality Assurance

• Project Type

• Client Management

• Health & Safety, Regulatory

Risk Management Log


Risk ManagementProject Name: __________________________ Project Number:___________________

Project Manager: ________________________ Client Name: _____________________

Date of revision: ________________________

Risk No.

Potential Risk Risk Owner Trigger DependenciesProbability

(Hi/Med/Low)Impact

(Hi/Med/Low)Management

StrategyStatus

R1

R2

• Potential risk – identify potential problems that could impact project

• Risk owner – responsible for managing risk

• Trigger – early warning sign that an event may occur

• Dependencies – contributing factors that drive a risk event

Risk Management Log (continued)


Risk ManagementProject Name: __________________________ Project Number:___________________

Project Manager: ________________________ Client Name: _____________________

Date of revision: ________________________

Risk No.

Potential Risk Risk Owner Trigger DependenciesProbability

(Hi/Med/low)Severity

(Hi/Med/low)Management

StrategyStatus

R1

R2

• Probability – the likelihood a risk will occur

• Severity – the degree of harm if an event occurs

• Management Strategy – avoid, mitigate, accept & monitor, transfer

• Status – update throughout project until potential risk is gone

Quality


Quality Assurance Process Quality Control Plan

• Defines expectations

• Plans project execution

• Supports active team collaboration

• Adherence to budget & schedule

• Defines checklists, techniques, methods to assure quality

• Design/Technical review

• Followed standards

• Drawings-to-Specs review

• Senior management review

• Constructability review

• CHECKING

QUALITY MANAGEMENT

Quality Control Plan


QC PlanProject Name: ________________ Project Number: __________________

Project Manager: _____________ Client Name: __________________

Date of revision: ______________

Document for ReviewDocument due from

To ReviewerDate due to

reviewerDate for review

completionStatus

Standards, Procedures, SOPs, Project Documents

Title Comments

Change Management


1. Discuss change process – Kick-off

2. Recognize & identify change

3. Leverage

4. Define impact of change

5. Obtain approval for change

6. Document change

Managing Change


Select one: New Scope Increase in Scope Decrease in Scope

Add Services (Change Order) Form

Current Scope of Work(Describe the requirements/specifications)

(Describe in detail the reason for the change)

Cost Estimate (attach backup)

Schedule Impact (attach backup)

Project Manager: Aurthorized Client Representative:Signature:Signature:

Reason for Change

Proposed Scope of Work Change

Date:Change Order No.:Project Number:Task Number:

Project Name:Project Manager:

(Describe in detail the reason for the change)

Client Rep.:

53

Section 4

Effective use of your PMP


PMP is consulted continuously


1) Working through a scope change

2) Completing a phase of work

3) Reviewing draft invoice

4) Prior to submitting a deliverable

When?

PMP is an evergreen document


1) Change Order or Add Service

2) Scope Creep

3) Change on team

4) Change on client team

5) Change in Stakeholder requirements

6) Unexpected delays or problems

Update as change occurs


Wrap up



What did we cover?

1) Risk Drivers

2) Proposal vs. Plan

3) PMP as Road Map

• Small PMP

• PMP

4) Effective use of PMP

58

Questions?



Patricia (Patty) Huntley

THANK YOU

New Why successful project execution needs a plan · 2019. 5. 14. · YOUR INSTRUCTOR Patricia...

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